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Low Operating Margins On The Outsourcing Industry Contribute To Innovation Crisis

Outsourcing advisors continue to grow in importance

Dallas, TX (PRWeb) - March 16, 2007 - A report released today by Alsbridge found that the operating margins of the leading U.S. outsourcing providers rapidly declined from an average 17 percent in 1974 to about 6 percent today and says competition from international providers, economic instability and strict purchasing processes share part of the blame.

“The operating margins of the leading outsourcing providers over three decades points out a disturbing reality – providers are at their breaking point,” says Ben Trowbridge, Alsbridge CEO.

“Poor communication and a lack of trust between buyers and providers are real and are keeping the industry as a whole from reaching its full potential. We have also discovered that buyers are unhappy with the arms-length RFP process and that there is usually no effective collaboration involved to sustain these deals.”

“We believe that relationship building among all parties involved is essential,” he says.

The research says that several trends will continue to define the industry and they include the demand for professional outsourcing advisory services. Because outsourcing deals are increasingly becoming more complex, the findings suggest that companies will need to enlist the advice from functional area and industry experts.

“Almost any business function can be outsourced,” says Trowbridge. “Businesses that rationally and prudently evaluate outsourcing tend to gain a unique competitive advantage. When outsourcing is done right, it will be beneficial to everyone involved, and we have taken great care to operationally provide the best path to win-win outsourcing.”

The full report is available at www.outsourcingleadership.com, Alsbridge’s monthly e-newsletter that covers outsourcing, shared services and offshoring topics.



"Alsbridge brings experience and independent challenge to the strategic decision and business case development process that is invaluable to any senior leadership team." –GUY COWAN, FORMER CFO, SHELL OIL